Wednesday, May 18, 2011

Thanks to Skip Angel (@skipangel) for facilitating an excellent session at the Seattle Scrum Gathering on Collaboration Workspaces. For those that are interested in more information, my deck on Agile Office Space is available here. I also have some supporting images available here.

I will be presenting on Agile Office Spaces at the the July NOVA/DC Scrum User Group meeting and at Agile 2011 conference in August. Those sessions will be a highly re-factored workshop based on my original presentation.

On a side note, I am way overdue on my Agile Coaching Part 2 blog entry. Coming soon (hopefully).

Sunday, March 6, 2011

This past Thursday night Lyssa Adkins spoke on the topic of being an Agile coach at the APLN DC chapter meeting. Lyssa is widely known as a coach of coaches and is the author of the popular Agile coaching book, Coaching Agile Teams. Having heard her speak several times, I really like the energy she brings to her sessions, her positive vibes, her experience, and the coaching expertise that she applies to her talks.

Lyssa explaining the path to being an Agile Coach (picture courtesy of Manoj Vadakkan)

The session presented clarity on what an Agile Coach is and does and how that differs from that of a consultant or even a ScrumMaster.

Below are some of my notes and takeaways from the session.

Agile Coaches are detached from the outcome
An Agile coach has a certain amount of detachment from the outcome. I believe Lyssa's point is whatever happens is what was meant to happen. As a consultant coming into client as a Agile Coach, there can be a certain amount of healthy detachment that allows for clarity in perspective and approach. One issue I raised is that as an employee to a company and working as an internal Agile coach or ScrumMaster, it becomes harder to detach yourself from the outcome.

Agile Coaches take it to the team
Many times as "experts" and consultants, we feel we have the right answers. However, as an Agile Coach we are there to guide the team towards their own answers. Questions were raised throughout the night on specific client issues and it was interesting to hear Lyssa answer with, "As a consultant, I would tell the client to do the following....".
Overall, I definitely agree with Lyssa here, if a team comes up with their own solutions and own that solution, they are more vested in its outcome and this ultimately helps the the learn and grow (which brings us to the next point).

Agile Coaches work to help the team learn
The goal of the Agile Coach is not to solve a problem for the team (or client), but it is to help the team learn and grow.

Agile Coaches holds up mirror on accountability
Agile Coaches help the clients understand themselves and how they are related to what is going on around them. Self awareness and realization helps the client create the answers that are right for them.

Agile Coaches master their face
This one is interesting. As an Agile Coach, we need to be aware of our body language, such as our facial expressions. When clients come up with something that visibly makes the coach happy (or sad), this can affect the client's decisions. What the coach wants is the client to do what they feel is right, not what they feel will make the coach happy.

Let there be silence
I like this one. When there is awkward silence during meetings and discussions,often the expert/coach is tempted to break the silence with the thought of keeping the meeting moving or to generate ideas. However, it's that awkward silence where the team thinks about the hard questions and often step up with incredible solutions.

This ends the first half of my notes, more tomorrow on Part 2 of my notes where we talk about:

· Developing processes for non-technology based teams and organizations

As a management consultant, Richard has coached and mentored clients on the adoption and implementation of Agile and Scrum. Richard also leads Excella’s Agile Center of Excellence. Currently, Richard is working to bring Agile to the Federal government and is collaborating with the Office of Personnel Management (OPM) on Agile programs.

A graduate of Virginia Tech, Richard has authored several publications on project management, presented at Agile and PMI sponsored industry events, and is a member of Mensa. Richard is a certified Project Management Professional (PMP), a Certified Scrum Master (CSM), and a Certified Scrum Practitioner (CSP). Richard is an active member of the Project Management Institute (PMI), Agile Project Leadership Network (APLN), Scrum Alliance, and Agile Alliance.